PMP® EXAM PREPARATION

COURSE
PROJECT SCHEDULE
MANAGEMENT

PMP is a registered mark of the Project Management Institute, Inc.

PROJECT SCHEDULE MANAGEMENT

Planning Process Group

6.1 6.2 6.3 6.4 6.5
Plan Schedule Define Sequence Estimate Act. Develop
Management Activities Activities Durations Schedule

Controlling Process Group

6.6
Control
Schedule

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 PROJECT SCHEDULE MANAGEMENT

Project Schedule
Management includes
the processes
required to ensure the
timely completion of
the project.

Project scheduling provides a detailed plan on how

and when the project will deliver the products,
services, and results defined in the project scope
and serves as a tool for communication, managing
stakeholders 'expectations, and as a basis for
performance reporting.
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 PROJECT SCHEDULE MANAGEMENT
6.1 Plan Schedule Management—The process of establishing the policies,
procedures, and documentation for planning, developing, managing, executing,
and controlling the project schedule.
6.2 Define Activities—The process of identifying and documenting the specific
actions to be performed to produce the project deliverables.
6.3 Sequence Activities—The process of identifying and documenting
relationships among the project activities.
6.4 Estimate Activity Durations — The process of estimating the number of work
periods needed to complete individual activities with estimated resources.
6.5 Develop Schedule—The process of analyzing activity sequences, durations,
resource requirements, and schedule constraints to create the project schedule
model.
6.6 Control Schedule—The process of monitoring the status of project activities to
update project progress and manage changes to the schedule baseline to
achieve the plan.
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 PROJECT SCHEDULE MANAGEMENT
 Some of the emerging practices for project scheduling methods :
 Iterative scheduling with a backlog.(Iterative= Progressive elaboration)
Rolling Wave planning is a form of Progressive elaboration planning based on
adaptive life cycles. In this technique project team plans for the near future as
detailed as possible, while the work far in the future remains planned on a high
level.
 such as the agile approach for product development. The requirements are documented
in user stories that are then prioritized and refined just prior to construction
 The benefit of this approach is that it welcomes changes throughout the
development life cycle.
 On-demand scheduling. This approach, typically used in a Kanban system, is
based on the theory-of constraints and pull-based scheduling concepts from
lean manufacturing to limit a team’s work in progress in order to balance
demand against the team’s delivery throughput. On-demand scheduling pulls
work from a backlog or intermediate queue of work to be done immediately as
resources become available.
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 PROJECT TIME MANAGEMENT

Planning Process Group

6.1 6.2 6.3 6.4 6.5
Plan Schedule Define Sequence Estimate Act. Develop
Management Activities Activities Durations Schedule

Controlling Process Group

6.6
Control
Schedule

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6.1 PLAN SCHEDULE MANAGEMENT

Inputs Tools & Techniques

.1 Project charter .1 Expert judgment Outputs

.2 Project management .2 Data analysis
plan .3 Meetings Schedule management
• Scope management plan
plan
• Development
approach
.3 Enterprise
environmental
factors
.4 Organizational process
assets

9
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6.1 PLAN SCHEDULE MANAGEMENT
Plan Schedule Man.
The process of
establishing the policies,
procedures and
documentation for
planning, developing,
managing, executing
and controlling the
project schedule.
key benefit
Provides guidance and
direction on how the
Project Schedule will be
managed throughout
the project

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 6.1 PLAN SCHEDULE MANAGEMENT

• A distinct, scheduled portion of work Definitions

performed during the course of a • Activity
project.*
• An activity is a continuous effort that
consumes any type of resources.

• A milestone is a ZERO duration activity,

usually linked to a major deliverable. • Milestone
• A significant point or event in a project,
program or portfolio.*

These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Pages 526 & 546.

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 6.1 PLAN SCHEDULE MANAGEMENT
(TOOLS & TECHNIQUES)

 EXPERT JUDGMENT Tools & Techniques

 Expertise should be considered on
.1 Expert judgment
o Selecting Scheduling methodologies (e.g., predictive or
.2 Data analysis
adaptive life cycle);
.3 Meetings
o Scheduling software; and
o The specific industry for which the project is developed.
 DATA ANALYSIS
Alternatives analysis can be used to determine
• Which schedule methodology to use, or how to combine
various methods on the project.
• How detailed the schedule needs to be, the duration of
waves for rolling wave planning, and how often it should
be reviewed and updated.
 MEETINGS
Project teams may hold planning meetings to develop the
schedule management plan. Participants at these meetings
may include anyone with responsibility for schedule planning
or execution, and others as needed.

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 6.1 PLAN SCHEDULE MANAGEMENT
(OUTPUTS)

 The schedule management plan include: Outputs

• The scheduling methodology and the scheduling tool. -Schedule Management
• Release and iteration length. When using an adaptive life Plan
cycle, the time-boxed periods for releases, waves, and
iterations are specified.
• Level of accuracy. Level of accuracy(% +/-) + Contingencies
• Units of measure. quantity measures for each resource.
• Organizational procedures links. Link with WBS
• Project schedule model maintenance.
• How schedule will be updated throughout the project
• Control thresholds. Agreed-upon amount of variation to be
allowed before some action needs to be taken.
• Rules of performance measurement. Earned value
management (EVM) rules or other physical measurement
• Reporting formats. The formats for the various schedule
reports .

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 6.1 PLAN SCHEDULE MANAGEMENT
(OUTPUTS)

Budget
Duration / Method/Rules/ac associated
Outputs
Process/Activity Responsibility Frequency curacy/ forms (if any) -Schedule Management
(What?) (Who?) (When?) (How?) (How Much?)
Plan
define activities Jane 3 weeks Decomposition $2000
(Use OPA)

Estimating Omar 2 weeks Use OPA and FM’s $4000

Resources and and SME’s
duration

Developing Salma 1 week PDM $2500

Network Diagrams
(Diff. Scenarios)

Developing Ali 2 week MS Project $6000

Schedule Leveling
Acc.: 1 Week
(Coordinate with
Salma)

Monitoring & Ahmed Fortnightly EVM $18,000

Controlling
Schedule

Example of a simple Schedule Management Plan

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PROJECT SCHEDULE MANAGEMENT

Planning Process Group

6.1 6.2 6.3 6.4 6.5
Plan Schedule Define Sequence Estimate Act. Develop
Management Activities Activities Durations Schedule

Controlling Process Group

6.6
Control
Schedule

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 6.2 DEFINE ACTIVITIES

Inputs Tools & Techniques

.1 Project management .1 Expert judgment Outputs

plan .2 Decomposition
• Schedule .3 Rolling wave planning
management plan .4 Meetings .1 Activity list
• Scope baseline
.2 Activity attributes
.2 Enterprise
.3 Milestone list
environmental
.4 Change requests
factors
.5 Project management
.3 Organizational process
plan
assets
updates
• Schedule baseline
Figure 6-5. Define Activities: Inputs, Tools &
Techniques, and Outputs
• Cost baseline

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth
Edition, Project Management Institute, Inc., 2017, Figure 6-5, Page 183.

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 6.2 DEFINE ACTIVITIES
Define Activities
Project X The process of
identifying and
documenting the
specific actions to be
performed to produce
1. 2. 3.
the project deliverables
Deliverable Deliverable Deliverable
The key benefit of this
Work Package Level
process is that it
decomposes work
1.1 Activity packages into schedule
1.2 Activity activities that provide a
2.1 Activity
basis for estimating,
3.2 Activity
scheduling, executing,
monitoring, and
Activity List / Milestone List
controlling the project
work
This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 536.

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 6.2 DEFINE ACTIVITIES (INPUTS)

Scope Baseline Inputs

.1 Project management plan
The approved version of:
• Schedule management
• WBS plan
• WBS Dictionary • Scope baseline
• Scope Statement .2 Enterprise environmental
factors
.3 Organizational process
assets

Discussion:
Why not only a Scope Statement?
This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017,

AMIDEAST KUWAIT 16
6.2 DEFINE ACTIVITIES (TOOLS & TECHNIQUES)

Tools & Techniques

-Decomposition
-Rolling Wave Planning
-Expert Judgment

-Rolling Wave Planning.

-An iterative planning technique
in which the work to be
accomplished in the near term is
planned in detail, while the
work in the future is planned at
a higher level.
Rolling wave planning is a form
of progressive elaboration
planning

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 6.2 DEFINE ACTIVITIES
1. Control Account. A management control point can be placed at selected
management points of the WBS above the work package level where
scope, budget, actual cost, and schedule are integrated and compared to
earned value for performance measurement.. All work and effort
performed within a control account is documented in a control account
plan.
2. Planning Package. A work breakdown structure component below the
control account with known work content but without detailed schedule
activities.
Code of Account : The numbering system for providing unique identifiers for all
components of the WBS
Chart of Account : The financial numbering system of the organization used to
monitor project costs by category

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 6.2 DEFINE ACTIVITIES

•Planning Components WBS

• When insufficient definition of the project scope is

Control
available to decompose a branch of the WBS down to
Accounts
the work package level, the last component in that
Planning
branch of the WBS can be used to develop a high-
Package
level project schedule for that component.
Work
Package

Activities

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 6.2 DEFINE ACTIVITIES (OUTPUTS)

Activity List Outputs

.1 Activity list
“A comprehensive list that includes all schedule
.2 Activity attributes
activities required on the project.”
.3 Milestone list
.4 Change requests
.5 Project management plan
updates
• Schedule baseline
• Cost baseline

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute, Inc., 2017, Page 152.

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 6.2 DEFINE ACTIVITIES (OUTPUTS)

Activity List Outputs

.1 Activity list
“A comprehensive list that includes all schedule
.2 Activity attributes
activities required on the project.”
.3 Milestone list
.4 Change requests
.5 Project management plan
updates
• Schedule baseline
• Cost baseline

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute, Inc., 2017, Page 152.

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 6.2 DEFINE ACTIVITIES (OUTPUTS)

 ACTIVITY ATTRIBUTES Outputs

Include the unique activity identifier (ID), WBS ID, and .1 Activity list
activity label or name, activity descriptions, predecessor .2 Activity attributes
activities, successor activities, logical relationships, leads .3 Milestone list
and lags , resource requirements, imposed dates, .4 Change requests
constraints, and assumptions.
.5 Project management plan
 MILESTONE LIST
updates
 Milestones have zero duration
• Schedule baseline
 Milestone is a significant point or event in a project.
 Milestone is optional but can be mandatory if requested • Cost baseline
by the contractor
 Schedule baseline.
 Work packages are progressively elaborated into activities.
Update schedule by milestones or any new activities.
 Cost baseline.
 Define activities, define scope and determine budget are
all done in parallel and can affect each other

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PROJECT TIME MANAGEMENT

Planning Process Group

6.1 6.2 6.3 6.4 6.5
Plan Schedule Define Sequence Estimate Act. Develop
Management Activities Activities Durations Schedule

Controlling Process Group

6.6
Control
Schedule

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6.3 SEQUENCE ACTIVITIES

Inputs Tools & Techniques

.1 Project management .1 Precedence diagramming

plan Outputs
method
• Schedule .2 Dependency
management plan determination
• Scope baseline and integration .1 Project schedule
.2 Project documents .3 Leads and lags network
• Activity attributes .4 Project management diagrams
• Activity list information system .2 Project documents
• Assumption log updates
• Milestone list • Activity attributes
.3 Enterprise Figure 6-7. Sequence Activities: • Activity list
environmental Inputs, Tools & Techniques, and • Assumption log
Outputs
factors • Milestone list
.4 Organizational process
assets

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 6.3 SEQUENCE ACTIVITIES

Sequence Activities
START A B C D E FINISH
The process of
Not Efficient identifying and
documenting the
A B relationships among
START E FINISH the project activities.

C D
More Efficient

Schedule activities can be logically sequenced with

proper precedence relationships, as well as leads and
lags to support later development of a realistic and
achievable project schedule.

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 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES)

Tools & Techniques

In (PDM) Technique (a.k.a. AON):
.1 Precedence diagramming
• Activities are represented in nodes. method
.2 Dependency
Activity determination
and integration
• Dependencies are represented in arrows. .3 Leads and lags
.4 Project management
information system
• A technique used for constructing a schedule model in
which activities are represented by nodes and are
graphically linked by one or more logical relationships to
show the sequence in which the activities are to be
performed.
• This technique is also called activity on-node (AON), and is
the method used by most project management software
packages.

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 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES)

 Types of Dependencies: Tools & Techniques

• Finish-to-Start. .1 Precedence diagramming
method
A logical relationship in which a successor activity
.2 Dependency
cannot start until a predecessor activity has finished. determination
For example, installing the operating system on a PC and integration
(successor) cannot start until the PC hardware is .3 Leads and lags
assembled (predecessor). .4 Project management
Activity Activity
1 2 information system
• Start-to-start (SS).
A logical relationship in which a successor activity
cannot start until a predecessor activity has started.
For example, level concrete (successor) cannot begin
until pour foundation (predecessor) begins.
Activity Activity
1 2

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 6.3 SEQUENCE ACTIVITIES TOOLS & TECHNIQUES)

• Finish-to-finish (FF).
Tools & Techniques
A logical relationship in which a successor activity .1 Precedence diagramming
cannot finish until a predecessor activity has finished. method
For example, writing a document (predecessor) is .2 Dependency
required to finish before editing the document determination
(successor) can finish. and integration
Activity Activity .3 Leads and lags
1 2 .4 Project management
• Start-to-finish (SF).
information system
A logical relationship in which a successor activity
cannot finish until a predecessor activity has started.
For example, a new accounts payable system
(successor) has to start before the old accounts
payable system can be shut down (predecessor).

Activity Activity
1 2
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6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES)

Dependencies may be characterized by the Tools & Techniques

.1 Precedence diagramming
following attributes:
method
.2 Dependency
determination
• Hard or Soft Logic: and integration
.3 Leads and lags
.4 Project management
Mandatory Discretionary information system

• Project or Non-Project:

External Internal

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 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES)

• Two dependencies can be applicable at the same time in the following ways:
• mandatory external dependencies, mandatory internal dependencies,
discretionary external dependencies, or discretionary internal dependencies.
 Mandatory dependencies.
1. dependencies are sometimes referred to as hard logic or hard dependencies
2. Activities that are legally or contractually required or inherent in the nature of
the work.
3. Often involve physical limitations, such as on a construction project, where it is
impossible to erect the superstructure until after the foundation has been built.
 Discretionary dependencies.
1. Sometimes referred to as preferred logic, preferential logic, or soft logic.
2. Established based on knowledge of best practices within a particular area.
 For example, generally accepted best practices recommend that during
construction, the electrical work should start after finishing the plumbing work.

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 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES)

APPLYING LEADS AND LAGS (TOOLS) Tools & Techniques

.1 Precedence diagramming
A lead is the amount of time a method
successor activity can be advanced .2 Dependency
with respect to a predecessor determination
activity. and integration
.3 Leads and lags
.4 Project management
For example, on a project to construct a new office information system
building, the landscaping could be scheduled to start
2 weeks prior to the scheduled punch list completion.
This would be shown as a finish-to-start with a 2-
week lead (FS – 2 weeks lead)
 Lead is often represented as a negative value for
lag in scheduling software.

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 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES)

A lag is the amount of time a Tools & Techniques

successor activity will be delayed .1 Precedence diagramming
with respect to a predecessor method
activity. .2 Dependency
determination
and integration
For example, a technical writing team may begin
.3 Leads and lags
editing the draft of a large document 15 days after
.4 Project management
they begin writing it. This can be shown as a start-to-
information system
start relationship with a 15-day lag. (start-to-start plus
15 days lag) or SS + 15 lag
 Project management information systems includes
scheduling software that has the capability to help plan,
organize, and adjust the sequence of the activities;
insert the logical relationships, lead and lag values; and
differentiate the different types of dependencies.

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 6.3 SEQUENCE ACTIVITIES (OUTPUTS)

A project schedule network diagram is a graphical Outputs

representation of the logical relationships, also referred .1 Project schedule
to as dependencies, among the project schedule network diagrams
activities. .2 Project documents
updates
A summary narrative can accompany the diagram and
• Activity attributes
describe the basic approach used to sequence the
• Activity list
activities.
• Assumption log
• Milestone list

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 6.3 SEQUENCE ACTIVITIES (OUTPUTS)

Outputs
Project Documents Updates .1 Project schedule
network diagrams
Project documents that may be updated as a .2 Project documents
result of carrying out this process include but updates
are not limited to: • Activity attributes
• Activity list
 Activity attributes. • Assumption log
• Milestone list
 Activity list.
 Assumption log.
 Milestone list.

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PROJECT SCHEDULE MANAGEMENT

Planning Process Group

6.1 6.2 6.3 6.4 6.5
Plan Schedule Define Sequence Estimate Act. Develop
Management Activities Activities Durations Schedule

Controlling Process Group

6.6
Control
Schedule

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 6.4 ESTIMATE ACTIVITY DURATIONS

Inputs Tools & Techniques

.1 Project management plan .1 Expert judgment Outputs

•Schedule management plan .2 Analogous estimating
•Scope baseline .3 Parametric estimating
.2 Project documents .1 Duration estimates
.4 Three-point estimating
•Activity attributes .5 Bottom-up estimating .2 Basis of estimates
•Activity list .6 Data analysis .3 Project documents
•Assumption log • Alternatives analysis updates
•Lessons learned register • Reserve analysis • Activity attributes
•Milestone list .7 Decision making • Assumption log
•Project team assignments
.8 Meetings • Lessons learned
•Resource breakdown
structure register
•Resource calendars
•Resource requirements Figure 6-12. Estimate Activity Durations: Inputs, Tools &
Techniques, and Outputs Page195
•Risk register
.3 EEF
.4 OPA
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 6.4 ESTIMATE ACTIVITY DURATIONS
Estimate Activity
Durations
The process of
Activity estimating the number
Res. of work periods needed
Req. to complete individual
activities with estimated
resources.
The key benefit of this
process is that it provides
the amount of time each
activity will take to
Activity Duration complete
Estimate

This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 539.

AMIDEAST KUWAIT 37
 6.4 ESTIMATE ACTIVITY DURATIONS
 Estimating activity durations uses information from the the person or group
who is most familiar with the specific activity. The duration estimate is
progressively elaborated.
 In many cases, not only the number of resources that are expected to be
available to accomplish an activity, along with the skill proficiency of those
resources, can determine the activity’s duration but also other factors can
affect activity’s duration.
 Other factors for consideration when estimating duration include:
I. Advances in technology.
Advances in technology, may impact duration and resource needs.
II. Motivation of staff.
The project manager also needs to be aware of Student Syndrome—or
procrastination—when people start to apply themselves only at the last
possible moment before the deadline, and Parkinson’s Law where work
expands to fill the time available for its completion.
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 6.4 ESTIMATE ACTIVITY DURATIONS
III. Law of diminishing returns.
Additions of one factor start to yield progressively smaller or diminishing
increases in output.
IV. Number of resources.
Increasing the number of resources to twice the original number of the
resources does not always reduce the time by half

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 6.4 ESTIMATE ACTIVITY DURATIONS
(TOOLS & TECHNIQUES)

1. Expert Judgment Tools & Techniques

.1 Expert judgment
Expert judgment, guided by historical information or
.2 Analogous estimating
similar projects can be used whenever possible
.3 Parametric estimating
2. Analogous Estimating. .4 Three-point estimating
A technique for estimating the duration or cost of an .5 Bottom-up estimating
activity or a project using historical data from a similar .6 Data analysis
activity or project. • Alternatives analysis
Analogous duration estimating means using the actual • Reserve analysis
duration of a previous, similar schedule activity as the .7 Decision making
basis for estimating the duration of a future schedule .8 Meetings
activity.
Analogous estimating is generally less costly and less
time consuming than other techniques, but it is also less
accurate.

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 6.4 ESTIMATE ACTIVITY DURATIONS
(TOOLS & TECHNIQUES)

 Parametric Estimating: Tools & Techniques

.1 Expert judgment
 Is an algorithm used to calculate cost or duration
.2 Analogous estimating
based on historical data and project parameters
.3 Parametric estimating
 Parametric estimating uses a statistical relationship .4 Three-point estimating
between historical data and other variables .5 Bottom-up estimating
 Estimating the basis for activity durations can be .6 Data analysis
quantitatively determined by multiplying the • Alternatives analysis
quantity of work to be performed by the • Reserve analysis
productivity rate. .7 Decision making
.8 Meetings

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 6.4 ESTIMATE ACTIVITY DURATIONS
(TOOLS & TECHNIQUES)

 Three-Point Estimates Tools & Techniques

 The accuracy of the activity duration estimate can be improved .1 Expert judgment
by considering the amount of risk in the original estimate. .2 Analogous estimating
Three-point estimates are based on determining three types of .3 Parametric estimating
estimates: .4 Three-point estimating
1.Most likely. The duration of the schedule activity, given the .5 Bottom-up estimating
resources likely to be assigned, their productivity, realistic .6 Data analysis
expectations of availability for the schedule activity.
• Alternatives analysis
2.Optimistic. The activity duration is based on a best-case • Reserve analysis
3.Pessimistic. The activity duration is based on a worst-case .7 Decision making
scenario .8 Meetings
– These estimates are used to calculate an expected value and
variance for each activity (based on the Beta distribution)
– Triangular Distribution. tE = (to + tM + tP) / 3
– Beta Distribution (from the traditional PERT technique)
tE = (to + 4 tM + tP) / 6

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6.4 ESTIMATE ACTIVITY DURATIONS
Normal Distribution
We use this concept to measure our estimating quality
“ how accurate were our estimates
Or how spread out our data is”
-1 σ +1 σ

-2 σ +2 σ
-3 σ +3 σ
Tе, Project
Duration
68.26%
95.46%
99.73%
LCL UCL

• Standard deviation of an activity σ = (P – 0) / 6

• Variance of an activity V = [(p – 0) / 6]2

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6.4 ESTIMATE ACTIVITY DURATIONS
(TOOLS & TECHNIQUES)

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 6.4 ESTIMATE ACTIVITY DURATIONS
(TOOLS & TECHNIQUES)

Estimating Techniques: Tools & Techniques

.1 Expert judgment
– Three-Point Estimates: .2 Analogous estimating
.3 Parametric estimating
• In Beta Distribution: TE =(O+4M+P)/6 .4 Three-point estimating
.5 Bottom-up estimating
.6 Data analysis
Higher • Alternatives analysis
Most Likely (M) • Reserve analysis
.7 Decision making
Probability of
Occurrence

.8 Meetings

Optimistic Pessimistic
Lower

Shorter Possible Durations Longer

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 6.4 ESTIMATE ACTIVITY DURATIONS
(TOOLS & TECHNIQUES)

 Reserve Analysis. Tools & Techniques

 An analytical technique to establish a reserve for the .1 Expert judgment
schedule duration (Ex. Contingency and Management .2 Analogous estimating
Reserve) .3 Parametric estimating
1. Contingency Reserve .4 Three-point estimating
.5 Bottom-up estimating
• Sometimes referred to as time reserves, buffers,
.6 Data analysis
Schedule Reserve and Known unknowns
• Alternatives analysis
• The contingency reserve may be a percentage or a • Reserve analysis
fixed number of work periods to account for schedule .7 Decision making
uncertainty. .8 Meetings
• Contingency reserves are the estimated duration
within the schedule baseline, which is allocated for
identified risks that are accepted (known unknowns)
or to account for unknown amount of rework.

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 6.4 ESTIMATE ACTIVITY DURATIONS
(TOOLS & TECHNIQUES)

• The contingency reserve may be used, reduced, or Tools & Techniques

eliminated when more information become available. .1 Expert judgment
 Can be separated from the individual activities and .2 Analogous estimating
aggregated. .3 Parametric estimating
2. Management Reserve .4 Three-point estimating
.5 Bottom-up estimating
• Management reserves are intended to address the
.6 Data analysis
unknown-unknowns that can affect a project.
• Alternatives analysis
• Management reserves are a specified amount of the • Reserve analysis
project budget withheld for management control .7 Decision making
purposes and are reserved for unforeseen work that .8 Meetings
is within scope of the project.
• Management reserve is not included in the schedule
baseline, but it is part of the overall project duration
requirements.
• Depending on contract terms, use of management reserves
may require a change to the schedule baseline.
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PROJECT TIME MANAGEMENT

Planning Process Group

6.1 6.2 6.3 6.4 6.5
Plan Schedule Define Sequence Estimate Act. Develop
Management Activities Activities Duration Schedule

Controlling Process Group

6.6
Control
Schedule

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 6.5 DEVELOP SCHEDULE
3 wks 4 wks 2 wks
A B D Develop Schedule
Finish
The process of
Start
8 wks 2 wks 5 wks analyzing activities
C E F sequencing,
durations, resource
requirements and
schedule constraints
to create the project
schedule model.

This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 537.

AMIDEAST KUWAIT 49
 6.5 Develop Schedule

The process of analyzing activity sequences,

durations, resource requirements, and
schedule constraints to create the project
schedule model.
• Project schedule development, an iterative
process, determines planned
start (ES,LS) and finish dates (EF,LF) for
project activities.

• Schedule development can require that duration estimates and resource

estimates are reviewed and revised to create an approved project schedule that
can serve as a Baseline against which progress can be tracked.

•These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
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 6.5 Develop Schedule

Inputs Tools & Techniques

.1 Project management plan
• Schedule management plan .1 Schedule network Outputs
• Scope baseline analysis
.2 Project documents .2 Critical path method
.3 Resource optimization .1 Schedule baseline
• Activity attributes
.4 Data analysis .2 Project schedule
• Activity list
• What-if scenario .3 Schedule data
• Assumption log
analysis .4 Project calendars
• Basis of estimates
• Simulation .5 Change requests
• Duration estimates
.5 Leads and lags .6 Project management plan
• Lessons learned register
.6 Schedule compression updates
• Milestone list
.7 PMIS • Schedule management plan
• Project schedule network
.8 Agile release planning • Cost baseline
diagrams
.7 Project documents updates
• Project team assignments
• Resource calendars
• Resource requirements
• Risk register
.3 Agreements
.4 EEF and OAP
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 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

Schedule Network Analysis. Tools & Techniques

The technique of identifying early and late start dates, .1 Schedule network analysis
as well as early and late finish dates. .2 Critical path method
Once the schedule model is completed, schedule .3 Resource optimization
network analysis can begin and may take the form of .4 Data analysis
• What-if scenario analysis
one or all of the following techniques:
• Simulation
 Critical path method
.5 Leads and lags
 PERT
.6 Schedule compression
 Schedule compression
.7 PMIS
 What-if scenario analysis
 Resource leveling .8 Agile release planning
 Critical chain method
 Reviewing the network to see if the critical path has high-
risk activities or long lead items that would necessitate use
of schedule reserves or the implementation of risk
responses to reduce the risk on the critical path.

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 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

 Critical Path : Tools & Techniques

 The critical path is the sequence of activities that .1 Schedule network analysis
represents the longest path through a project, which .2 Critical path method
determines the shortest possible project duration. The .3 Resource optimization
.4 Data analysis
longest path has the least total float—usually zero.
• What-if scenario analysis
 The critical path method calculates the theoretical early • Simulation
start and finish dates, and late start and finish dates, for .5 Leads and lags
all schedule activities without regard for any resource .6 Schedule compression
limitations. .7 PMIS
.8 Agile release planning
 On any network path, the total float or schedule
flexibility is measured by the amount of time that a
schedule activity can be delayed or extended from its
early start date without delaying the project finish date or
violating a schedule constraint

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 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

Critical Path Method (CPM): Tools & Techniques

Task Identifier Predecessor Duration
.1 Schedule network analysis
(A) Prepare Outline -- 2 days .2 Critical path method
(B) Create Artwork Prepare Outline 10 days .3 Resource optimization
(C) Create Slides Prepare Outline 8 days .4 Data analysis
(D) Write Speakers Notes Prepare Outline 14 day
• What-if scenario analysis
Create Artwork, Create
(E) Add Artwork to Slides 2 days
Slides, Write Speakers Notes • Simulation
(F) Review & Spell-check Add Artwork to Slides 1 day .5 Leads and lags
10
.6 Schedule compression
.7 PMIS
B
.8 Agile release planning
2 8 2 1

Start A C E F End

14

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6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

10
CRITICAL PATH METHOD
STEP 1: FORWARD PASS B

2 8 2 1

Start A C E F End

14

Start A

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6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

Critical Path Method (CPM): Tools & Techniques

.1 Schedule network analysis
.2 Critical path method
Duration .3 Resource optimization
Early Start Early Finish
.4 Data analysis
• What-if scenario analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning

Late Start Late Finish

Float

TF = LS – ES = LF – EF FF = EF- ES smallest

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 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

• Duration. The total no. of work periods. Tools & Techniques

.1 Schedule network analysis
• Early Start. The earliest point in time an activity .2 Critical path method
can start. .3 Resource optimization
.4 Data analysis
• Early Finish. The earliest point of time an activity
• What-if scenario analysis
can be completed.
• Simulation
• Late Start. The latest point in time an activity can .5 Leads and lags
start without affecting the project end date. .6 Schedule compression
.7 PMIS
• Late Finish. The latest point in time an activity can .8 Agile release planning
be completed without affecting the project end
date.
• Float. The amount of time an activity can be
delayed without delaying the project finish date.

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 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

 Making Time Calculation Tools & Techniques

.1 Schedule network analysis
 The four time values as associated with each activity are
.2 Critical path method
Early Start (ES), Early Finish (EF), Late Start (LS), and Late
Finish (LF). .3 Resource optimization
.4 Data analysis
 Forward and Backward Pass • What-if scenario analysis
 The forward pass through the network determines each • Simulation
activity’s ES and EF and the project’s duration or the .5 Leads and lags
earliest date a project can finish. .6 Schedule compression
 The backward pass through the network determines .7 PMIS
each activity’s LS and LF. .8 Agile release planning

 The calculations assume that activities begin on

the morning of the scheduled start date and end in the
evening of the scheduled finish date

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6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

Tools & Techniques

Total Float (TF)
.1 Schedule network analysis
The total float TF of activity is the maximum time .2 Critical path method
that activity can be delayed without causing delay in .3 Resource optimization
the final project completion. .4 Data analysis
• What-if scenario analysis
It is computed by: TF = LS – ES = LF – EF • Simulation
Free Float (FF) .5 Leads and lags
.6 Schedule compression
Free float is the maximum time activity may be .7 PMIS
delayed without affecting the start of the successor .8 Agile release planning
activities.
Free float is equal to the difference between an
activity’s EF and the smallest ES of the following or
succeeding activities. FF = EF- ES smallest

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6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

CRITICAL PATH METHOD Task Duration

STEP 1: FORWARD PASS A 2
B 10
C 8
D 14
B
E 2
F 1

Start A C E F END

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6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

CRITICAL PATH METHOD Task Duration

STEP 1: FORWARD PASS A 2
B 10
C 8
D 14
B
E 2
F 1

Start A C E F END

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6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

CRITICAL PATH METHOD

STEP 2: BACKWARD PASS

Start A C E F END

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6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

CRITICAL PATH METHOD

STEP 3: FLOAT CALCULATION

Start A C E F END

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6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

CRITICAL PATH METHOD

STEP 3: FLOAT CALCULATION

Start A C E F END

TF = LS – ES = LF – EF
D
FF = EF- ES smallest

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6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

CRITICAL PATH METHOD

What is the Total Float and the
Free Float for Activity F and J?

0 A 2 2 B 5 5 C 9 9 D 17

0 2 2 2 3 5 5 4 9 9 8 17

0 2 2 F 5 5 G 9 9
H 14
Start E
End
3 2 5 5 3 8 8 4 12 12 5 17

0 I 2 2 J 3

5 2 7 7 1 8

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6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

CRITICAL PATH METHOD

What is the Total Float and the
Free Float for Activity F and J?

0 A 2 2 B 5 5 C 9 9 D 17

0 2 2 2 3 5 5 4 9 9 8 17

0 2 2 5 5 9 9 14
Start E F G H
3 4 5
End
3 2 5 5 8 8 12 12 17

0 I 2 2 J 3
The calculations are really simple.
For Activity F:
5 2 7 7 1 8
Total Float = LF of F – EF of F => 8 – 5 = 3
Free Float = ES of G – EF of F => 5 – 5 = 0
For Activity J:
Total Float = LF of J – EF of J => 8 – 3 = 5
Free Float = ES of G – EF of J => 5 – 3 = 2
Note: Free float can only occur when two or more
activities share a common successor.
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6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
 It is developed from the critical path method Tools & Techniques
approach. .1 Schedule network analysis
 Resources are assigned to the activities using the most .2 Critical path method
likely durations .3 Resource optimization
i.e. the time it would take to complete the activity 50% .4 Data analysis
of the time. • What-if scenario analysis
 The critical chain method introduces the concept of • Simulation
buffers and buffer management to protect the project .5 Leads and lags
completion date. .6 Schedule compression
.7 PMIS
 Critical chain schedule removes buffers from individual
tasks and instead creates: .8 Agile release planning

 Project buffer, which is additional time added

before the project’s due date
 Feeding buffers, which are addition time added
before tasks on the critical path

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 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

During execution, project resources

focus on completing the current activity
within the 50% duration and avoiding
multitasking

Critical Chain Method - Focuses on

monitoring and controlling buffer usage
against the remaining tasks chain
duration rather than on monitoring and
controlling individual activity completion
dates

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 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

Resource Optimization Tech.: Tools & Techniques

.1 Schedule network analysis
A. Resource Leveling .2 Critical path method
.3 Resource optimization
B. Resource Smoothing .4 Data analysis
• What-if scenario analysis
Before Leveling
• Simulation
16 .5 Leads and lags
14 After Leveling .6 Schedule compression
12
10 10 .7 PMIS
8 8
6 6 .8 Agile release planning
4 4
2 2
0 0
Mon. 1 Mon. 2 Mon. 3 Mon. 4 Mon. 5 Mon. 1 Mon. 2 Mon. 3 Mon. 4 Mon. 5

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 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

 Resource leveling.
A technique in which start and finish dates
are adjusted based on resource constraints
with the goal of balancing demand for
resources with the available supply.
Used When,
 Resources are only available at certain
times, or in limited quantities
 Resources are over-allocated, or
supplied at a constant level.
Implication
 Can often cause the original critical path
to increase.
Available float is used for leveling
resources. Consequently, the critical path
through the project schedule may change.

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 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

 Resource Smoothing.
• A resource optimization technique in which free and total float are used without
affecting the critical path.
• A technique that adjusts the activities of a schedule model such that the
requirements for resources on the project do not exceed certain predefined
resource limits.
Criteria Resource leveling Resource Smoothing
Project Duration May result in change in project Make use of float, and will not result in change of
And Critical Path duration. project duration.
Resource constraints, like you Desired limits, like although we have 45 hours
do not have more than 45 available for given resource, we wish to allocate
Driven By
hours of the given resource for 38 hours per week so we have some breathing
a week. space.
The allocation limits identified The desired limit identified in resource smoothing
Mandatory or
in resource leveling must be may not be applied in some cases, if we do not
optional
applied. have slack.
The resource leveling is done We apply resource smoothing after applying
Who is done first
first resource leveling.
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 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

 What-if scenario analysis. Tools & Techniques

 Is the process of evaluating scenarios in order to .1 Schedule network analysis
predict their effect, positive or negative, on project .2 Critical path method
objectives. .3 Resource optimization
 This is an analysis of the question, “What if the .4 Data analysis
situation represented by scenario X happens?” • What-if scenario analysis
scenario analysis can be used to assess the • Simulation
feasibility of the project schedule under different .5 Leads and lags
conditions, and in preparing schedule reserves and .6 Schedule compression
response plans to address the impact of .7 PMIS
unexpected situations. .8 Agile release planning
 Example, delaying a major component delivery,
extending specific engineering durations, or
introducing external factors, such as a strike or a
change in the permit process.

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 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

 Simulation. Tools & Techniques

 Simulation models the combined effects of .1 Schedule network analysis
individual project risks and other sources of .2 Critical path method
uncertainty to evaluate their potential impact on .3 Resource optimization
achieving project objectives. The most common .4 Data analysis
simulation technique is Monte Carlo analysis • What-if scenario analysis
• Simulation
Simulation involves calculating multiple work
.5 Leads and lags
package durations with different sets of activity
.6 Schedule compression
assumptions, constraints, risks, issues, or scenarios
.7 PMIS
using probability distributions and other
.8 Agile release planning
representations of uncertainty
 Example, 10% probability that the project will finish
on or before the target date of May 13, while there
is a 90% probability of completing the project by
May 28.

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 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

 Schedule compression shortens the project schedule Tools & Techniques

without changing the project scope, to meet .1 Schedule network analysis
schedule constraints, imposed dates, or other .2 Critical path method
schedule objectives. .3 Resource optimization
• Schedule compression techniques include: .4 Data analysis
• What-if scenario analysis
a) Crashing. Schedule compression technique in which • Simulation
cost and schedule tradeoffs are analyzed to .5 Leads and lags
determine how to obtain the greatest amount of .6 Schedule compression
compression for the least incremental cost. .7 PMIS
 Examples of crashing include approving overtime, bringing .8 Agile release planning
in additional resources, or paying to expedite delivery to
activities on the critical path.
 Crashing works only for activities on the critical path where
additional resources will shorten the activity’s duration.
Crashing does not always produce a viable alternative and
may result in INCREASED RISK AND/OR COST.
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 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

 Fast tracking. A schedule compression technique in Tools & Techniques

which phases or activities that normally would be .1 Schedule network analysis
done in sequence are performed in parallel. Fast .2 Critical path method
tracking can result in REWORK AND INCREASED .3 Resource optimization
RISK. .4 Data analysis
• What-if scenario analysis
 Fast tracking only works when activities can be • Simulation
overlapped to shorten the project duration on the .5 Leads and lags
critical path. .6 Schedule compression
.7 PMIS
 An example is constructing the foundation for a .8 Agile release planning
building before completing all of the architectural
drawings.

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 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

Schedule Compression: Tools & Techniques

.1 Schedule network analysis
Crashing .2 Critical path method
.3 Resource optimization
Total Duration (5wks) .4 Data analysis
• What-if scenario analysis
A (3wks) 2000 $ • Simulation
.5 Leads and lags
B (2wks) 800$
.6 Schedule compression
Before Crashing .7 PMIS
.8 Agile release planning
Total Duration (4wks)

A (2wks) 3200 $

B (2wks) 800$

After Crashing

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 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)

Schedule Compression: Tools & Techniques

.1 Schedule network analysis
Fast Tracking .2 Critical path method
.3 Resource optimization
Total Duration (5wks) .4 Data analysis
• What-if scenario analysis
A (3wks) 2000 $ • Simulation
.5 Leads and lags
B (2wks) 800$
.6 Schedule compression
Before Fast Tracking .7 PMIS
.8 Agile release planning
Total Duration (4wks)

A (3wks) 2000 $

B (2wks) 800$

After Fast Tracking

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 6.5 Develop Schedule (TOOLS & TECHNIQUES)

The basic process involved in generating a time-cost (crash) curve is to:

1. Define the project logic
2. Add the duration for each activity
3. Establish the project critical path
4. Calculate the cost of crashing each activity
5. Calculate the cost of crashing per unit time
6. Calculate the most cost-effective crash sequence
7. Check the critical path
8. Crash the network up to crash limit.
Linear (Duration-Cost) Relationship
S = Slope CC = Crash Cost NC = Normal Cost
ND = Normal Duration CD = Crash Duration
*The calculation of slope shows the cost per (day/week) of crashing the project activities.
PMI Example, https://www.pmi.org/learning/library/performing-crash-analysis-alternative-cost-schedule-6750

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 6.5 Develop Schedule (TOOLS & TECHNIQUES)

•Review the network diagram and

calculate the critical path.
• Of the various activities, which ones
would you crash and in what order?

a. A, C, E, and F
b. A, B, D, and F
c. A, B, E, and F
d. C, A, F, and G

AMIDEAST KUWAIT 79
 6.5 DEVELOP SCHEDULE (OUTPUT)

A schedule baseline is the approved version of a schedule OUTPUT

model that can be changed only through formal change .1 Schedule baseline
control procedures and is used as a basis for comparison to .2 Project schedule
actual results. .3 Schedule data
 It is accepted and approved by the appropriate .4 Project calendars
stakeholders . .5 Change requests
Project schedule network diagrams. These diagrams, usually .6 Project management plan
show both the project network logic and the project's critical updates
path schedule activities. • Schedule management plan
Bar charts. These charts, with bars representing activities, • Cost baseline
show activity start and end dates, as well as expected .7 Project documents updates
durations. • Activity attributes
Bar charts are relatively easy to read, and are frequently • Assumption log
used in management presentations. • Duration estimates
Milestone charts. These charts are similar to bar charts, but • Lessons learned register
only identify the scheduled start or completion of major • Resource requirements
deliverables and key external interfaces. • Risk register

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DIFFERENCE BETWEEN BASELINE
SCHEDULE AND PROJECT SCHEDULE
– The Project Schedule is a “living” document, whereas the Schedule Baseline
is the “frozen” version of it.
– The Project Schedule is updated as the project is being executed. On the
other hand, Schedule Baseline is only modified as a result of an approved
change request related to project scope changes.
– The Schedule Baseline is a “Target”, whereas the Project Schedule is
updated and reported in order to analyze the project’s current status.
– The Project Schedule is a Project Document. On the other hand the
Schedule Baseline is a part of the Project Management Plan.

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6.5 DEVELOP SCHEDULE (OUTPUTS)

Project Schedule Outputs

-Schedule Baseline
-Project Schedule
-Schedule Data
-Project Calendars
-Project Management Plan
Updates
-Project Documents
Updates

Typical GANTT Chart

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6.5 DEVELOP SCHEDULE (OUTPUTS)

Project Schedule Outputs

-Schedule Baseline
-Project Schedule
-Schedule Data
-Project Calendars
-Project Management Plan
Updates
-Project Documents
Updates

Typical Milestone Schedule

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6.5 DEVELOP SCHEDULE (OUTPUTS)

Project Schedule Outputs

-Schedule Baseline
-Project Schedule
-Schedule Data
-Project Calendars
-Project Management Plan
Updates
-Project Documents
Updates

Typical Project Schedule (with Schedule Data)

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6.5 DEVELOP SCHEDULE (OUTPUTS)

Milestone Chart

61
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PROJECT SCHEDULE MANAGEMENT

Planning Process Group

6.1 6.2 6.3 6.4 6.5
Plan Schedule Define Sequence Estimate Act. Develop
Management Activities Activities Durations Schedule

Controlling Process Group

6.6
Control
Schedule

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 6.6 CONTROL SCHEDULE

Inputs Tools & Techniques

.1 Project management plan

.1 Data analysis Outputs
• Schedule management plan
• Earned value analysis
• Schedule baseline
• Iteration burndown
• Scope baseline .1 Work performance information
chart .2 Schedule forecasts
• Performance measurement .3 Change requests
• Performance reviews
baseline .4 Project management plan
• Trend analysis updates
.2 Project documents • Schedule management plan
• Variance analysis
• Lessons learned register • Schedule baseline
• What-if scenario • Cost baseline
• Project calendars • Performance measurement
analysis
• Project schedule baseline
.2 Critical path method .5 Project documents updates
• Resource calendars • Assumption log
.3 Project management
• Schedule data • Basis of estimates
information system • Lessons learned register
.3 Work performance data • Project schedule
.4 Resource optimization
.4 Organizational process • Resource calendars
.6 Leads and lags • Risk register
assets • Schedule data
.7 Schedule compression
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 6.6 CONTROL SCHEDULE

Control Schedule
The process of
monitoring the status
of the project
activities to update
project progress and
manage changes to
the schedule baseline
to achieve the plan.

This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 534.

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 6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)

 Earned value analysis. TOOLS AND TECHNIQUES

 Schedule variance (SV) : = ( EV – PV )
.1 Data analysis
 The Earned Value is the value, or cost, of the successfully
• Earned value analysis
completed activities (BCWP)
• Iteration burndown
 The difference between the earned value and the planned chart
value can decide if the project is ahead or behind the
• Performance reviews
planned delivery date, at a given point in time
• Trend analysis
 Schedule performance index (SPI) : = ( EV / PV )
• Variance analysis
a measure of schedule efficiency expressed as the ratio of
• What-if scenario
earned value to planned value analysis
.2 Critical path method
.3 Project management
information system
.4 Resource optimization
.6 Leads and lags
.7 Schedule compression

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 6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)

Iteration burndown chart. TOOLS AND TECHNIQUES

This chart tracks the work that remains to be completed .1 Data analysis
in the iteration backlog. It is used to analyze the variance • Earned value analysis
with respect to an ideal burndown based on the work • Iteration burndown
committed from iteration planning chart
• Performance reviews
• Trend analysis
• Variance analysis
• What-if scenario
analysis
.2 Critical path method
.3 Project management
information system
.4 Resource optimization
.6 Leads and lags
.7 Schedule compression

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 6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)

 Performance reviews. TOOLS AND TECHNIQUES

Performance reviews measure, compare, and analyze .1 Data analysis
schedule performance against the schedule baseline • Earned value analysis
such as actual start and finish dates, percent complete, • Iteration burndown
and remaining duration for work in progress. chart
 Trend analysis. • Performance reviews
• Trend analysis
Examines project performance over time to determine
• Variance analysis
whether performance is improving or deteriorating. • What-if scenario
Graphical analysis techniques are valuable for analysis
understanding performance to date and for comparing .2 Critical path method
to future performance goals in the form of completion .3 Project management
dates. information system
 Variance analysis. .4 Resource optimization
Variance analysis looks at variances in planned versus .6 Leads and lags
actual start and finish dates, planned versus actual .7 Schedule compression
durations, and variances in float.
 to determine the cause and degree of variance
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 6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)

 LEADS AND LAGS TOOLS AND TECHNIQUES

.1 Data analysis
Adjusting leads and lags is applied during network • Earned value analysis
analysis to find ways to bring project activities that • Iteration burndown chart
are behind into alignment with the plan. • Performance reviews
• Trend analysis
• Variance analysis
• What-if scenario analysis
.2 Critical path method
.3 Project management
information system
.4 Resource optimization
.6 Leads and lags
.7 Schedule compression

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 6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)

 WORK PERFORMANCE INFORMATION OUTPUT

.1 Work performance
Work performance information includes information on information
how the project work is performing compared to the .2 Schedule forecasts
schedule baseline. Variances in the start and finish dates .3 Change requests
and the durations can be calculated at the work package .4 Project management plan
updates
level and control account level. The (SV) and (SPI) are • Schedule management plan
documented for inclusion in work performance reports • Schedule baseline
 SCHEDULE FORECASTS • Cost baseline
• Performance measurement
Forecasts are updated and reissued based on work baseline
performance information provided as the project is .5 Project documents updates
executed. The information is based on the project’s past • Assumption log
• Basis of estimates
performance and expected future performance based
• Lessons learned register
on corrective or preventive actions. This can include • Project schedule
earned value performance indicators, as well as • Resource calendars
schedule reserve information that could impact the • Risk register
project in the future. • Schedule data

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THANK YOU

94